Chapter Outline. Chapter 2 The Business Vision & Mission. What do we want to become? What is our business? Importance of Vision and Mission Statements
|
|
- Aubrie O’Brien’
- 6 years ago
- Views:
Transcription
1 Chapter 2 The Business Vision & Mission Strategic Management: Concepts & Cases 13 th Edition Fred David Ch 2-1 Chapter Outline What do we want to become? What is our business? Importance of Vision and Mission Statements Ch 2-2 ١
2 Chapter Outline (cont d) Characteristics of a mission statement Components of a mission statement Writing & evaluating mission statements Ch 2-3 Vision The last thing IBM needs right now is a vision. (July 1993) What IBM needs most right now is a vision. (March 1996) -- Louis V. Gerstner, Jr., CEO, IBM Corporation Ch 2-4 ٢
3 Vision Agreement on the basic vision for which the firm strives to achieve in the long run is critically important to the firm s success. Ch 2-5 Vision What do we want to become? Ch 2-6 ٣
4 Vision Clear Business Vision Comprehensive Mission Statement Ch 2-7 Vision The vision should be built on a foundation of the organization s core values and beliefs The vision should elaborate a purpose for the organization The vision should include a brief summary of what the organization does The vision should specify broad goals Ch 2-8 ٤
5 Vision & Mission Shared Vision -- Creates commonality of interests (الرتابة) Reduce daily monotony Provides opportunity & challenge Ch 2-9 Vision Statement Examples A national organization which represents its members in all aspects of poultry and eggs on both a national and international level -- U.S. Poultry & Egg Association Ch 2-10 ٥
6 Vision Statement Examples The Vision of USGS is to be a world leader in the natural sciences through our scientific excellence and responsiveness to society s needs -- U.S. Geological Survey (USGS) Ch 2-11 Vision Statement Examples To be the first choice in the printed communications business. The first choice is the best choice, and being the best is what Atlanta Web pledges to work hard at being every day! -- Atlanta Web Printers, Inc. Ch 2-12 ٦
7 Mission Statements -- 90% of all companies have used a mission statement in the previous five years Ch 2-13 Mission Statements What is our business? Ch 2-14 ٧
8 Mission Statements Enduring statement of purpose Distinguishes one firm from another Declares the firm s reason for being Ch 2-15 Mission Statements Also referred to as: Creed statement (Faith, Dogma, Belief) Statement of purpose Statement of philosophy Statement of business principles Ch 2-16 ٨
9 Ch 2-17 Mission Statements Reveal what an organization wants to be and whom it wants to serve Ch 2-18 ٩
10 Mission Statements Essential for effectively establishing objectives and formulating strategies Ch 2-19 Vision & Mission Many organizations develop both vision & mission statements Ch 2-20 ١٠
11 Vision & Mission Profit & vision are necessary to effectively motivate a workforce Ch 2-21 Vision & Mission Shared vision creates a community of interests Ch 2-22 ١١
12 Developing Vision & Mission Clear mission is needed before alternative strategies can be formulated and implemented Ch 2-23 Developing Vision & Mission A widely used approach to developing a mission statement is to 1. Select several articles about mission statements and ask all managers to read these as background information. 2. Ask managers to prepare a mission statement for the organization. 3. A facilitator, or committee of top managers, should then merge these statements into a single document and distribute this draft to all managers. 4. A request for modifications, additions, and deletions is needed next along with a meeting to revise the document. IE dept. Example Ch 2-24 ١٢
13 Developing Vision & Mission Participation from diverse managers is important in developing the mission Ch 2-25 Mission Statement Examples It is the California Energy Commission s mission to assess, advocate, and act through public/private partnerships to improve energy systems that promote a strong economy and healthy environment. -- California Energy Commission Ch 2-26 ١٣
14 Mission Statement Examples The Bellevue Hospital, with respect, compassion, integrity, and courage, honors the individuality and confidentiality of our patients, employees, and community, and is progressive in anticipating and providing future health care services. -- The Bellevue Hospital Ch 2-27 Mission Statement Examples John Deere has grown and prospered through a long-standing partnership with the world s most productive farmers. Today, John Deere is a global company with several equipment operations and complementary service businesses. These businesses are closely interrelated, providing the company with significant growth opportunities and other synergistic benefits. -- John Deere, Inc. Ch 2-28 ١٤
15 Importance of Mission Benefits from a strong mission Unanimity of Purpose Mission Resource Allocation Organizational Climate Focal point for work structure Ch 2-29 Effective Missions Broad in scope Generate strategic alternatives Not overly specific Reconciles interests among diverse stakeholders Finely balanced between specificity & generality Ch 2-30 ١٥
16 Effective Missions Arouse positive feelings & emotions Motivate readers to action Generate favorable impression of the firm Ch 2-31 Effective Missions Reflect future growth Provide criteria for strategy selection Basis for generating & evaluating strategic options Are dynamic in nature Ch 2-32 ١٦
17 Mission & Customer Orientation Vern McGinnis Should: Define what the organization is Define what it aspires to be Limited to exclude some ventures Broad enough to allow for growth Distinguishes firm from all others Stated clearly understood by all Should be short Ch 2-33 Mission & Customer Orientation An Effective Mission Statement -- Anticipates customer needs Identifies customer needs Provides product/service to satisfy needs Ch 2-34 ١٧
18 Vision & Mission Research results are mixed, however, firms with formal mission statements generally see a: 2x average return on shareholder s equity Positive relationship to company performance 30% higher return on certain financial measures Ch Customers 1. Products Services 3. Markets 8. Employees Mission Elements 11. Technology 12. Public Image Self-Concept 2. Philosophy 4. Survival Growth Profit Ch 2-36 ١٨
19 Mission Elements 1. Strategic Direction 1. Product 2. Organization philosophy 3. Goal of market leadership 4. Commitment to profit 5. Geographic domain 2. Stakeholder concern 6. Customers 7. Shareholders 8. Employees 9. Suppliers 3. Strategy Success factors 10. Quality 11. Innovation/technology 12. environment and social concern Ch 2-37 PepsiCo Mission PepsiCo s mission is to increase the value of our shareholders investment. We do this through sales growth, cost controls, and wise investment resources. We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to our investors while adhering to the highest standards of integrity. Ch 2-38 ١٩
20 Ben & Jerry s Mission Ben & Jerry s mission is to make, distribute and sell the finest quality all-natural ice cream and related products in a wide variety of innovative flavors made from Vermont dairy products. To operate the Company on a sound financial basis of profitable growth, increasing value for our shareholders, and creating career opportunities and financial rewards for our employees. To operate the Company in a way that actively recognizes the central role that business plays in the structure of society by initiating innovative ways to improve the quality of life of a broad community local, national and international. Ch 2-39 Mission Statement Evaluation Matrix COMPONENTS Organization Customers Products Services Markets Concern for Survival, Growth, Profitability Technology PepsiCo Yes No No Yes No Ben & Jerry's No Yes Yes Yes No Ch 2-40 ٢٠
21 Mission Statement Evaluation Matrix COMPONENTS Organization Philosophy Self- Concept Concern for Public Image Concern for Employees PepsiCo Yes No No No Ben & Jerry's No Yes Yes Yes Ch 2-41 Experience to be shared with you HE Workshop Ch 2-42 ٢١
22 Local Companies Mission Statement Examples Vision and mission Example 2 Example 3 And more Ch 2-43 Local Companies Mission Statement Examples HIKMA Pharmaceuticals Mission Our mission is to reach world markets in supplying quality products at affordable prices by developing, manufacturing and marketing products that improve the quality of life for people around the globe. Our success is founded on meeting the expectations of all our customers, our people, our shareholders and the communities in which we live and work. Ch 2-44 ٢٢
23 Local Companies Mission Statement Examples Jordan Steel is a Public Limited Shareholding Company (P.L.C.) that was established and registered in Jordan on march 3, 1993 under number (226) in the Public Shareholding Registry of the Ministry of Industry and Trade with a fully paid up capital of 15 million JDs (23 Million Dollars), and a production capacity of 300,000 MT tons per year, making it the largest steel manufacturing company in Jordan. It aims to produce steel in various types and shapes to meet the increasing demand for construction and other steel products in Jordan and the Middle East. Ch 2-45 Local Companies Mission Statement Examples Hatif our mission of improving service and adopting up-to-date methods to keep up with the times. We want to be able to reach our customers wherever they are. And not only that, but we also want our customers to be able to reach us directly with their feedback on our products and services. Afterall, at Hatif Telecom, the customer comes first. Ch 2-46 ٢٣
24 Local Companies Mission Statement Examples Batelco Jordan Our mission is to be Jordan's market leader for data communication and internet solutions offering innovation, value, and the highest standard of customer excellence. Ch 2-47 Local Companies Mission Statement Examples The Housing Bank Our Vision The Housing Bank for Trade & Finance is the preferred bank for customers Our Mission Provide innovated banking services of high quality to our retail and corporate clients, which meet their needs and expectations, in line with the latest developments in international financial and banking markets. Ch 2-48 ٢٤
25 Movie 1 Movie 2 Ch 2-49 ٢٥
Vision & Mission. That business mission is so rarely given adequate thought is perhaps the most important single cause of business frustration.
1-1 1-3 Vision & Mission Vision Mission & Values Importance of Vision and Mission Statements Characteristics of a mission statement Components of a mission statement Writing & evaluating mission statements
More informationObjective: 2.01 Describe the nature and role of vision and mission statements in strategic management.
Strategic Management: A Competitive Advantage Approach, 14e (David) Chapter 2 The Business Vision and Mission 1) Vision and mission statements can often be found in the front of annual reports. Diff: 2
More informationOUR GUIDING PRINCIPLES
OUR GUIDING PRINCIPLES For some 50 years, the Green Bulletin series described the way John Deere conducted business and put its values into practice. The bulletins served as guides for the judgments and
More informationChapter 4 The Internal Assessment
Chapter 4 The Internal Assessment Strategic Management: Concepts & Cases 13 th Edition Fred David Ch 4-1 Ch 4-2 Internal Assessment Great spirits have always encountered violent opposition from mediocre
More informationChapter 2 - Business Vision and Mission. Overview. Learning Objectives: Teaching Tips
Chapter 2 - Business Vision and Mission Overview Chapter 2 describes the nature and role of vision and mission statements in strategic planning, and provides specific guidelines on how to develop these
More informationExecutive Director Profile
Executive Director Profile February 2016 Role Summary: Reporting to the Assistant Deputy Minister 1, the primary areas of focus for the Executive Director are: Provide advice and support to the Assistant
More informationCompetencies Checklist for CE. Tier 1 Core Public Health Competencies Checklist
Competencies Checklist for CE Student Name: Area of Concentration: Project Title: Tier 1 Core Public Health Competencies Checklist Domain #1: Analytic/Assessment Skills Describes factors affecting the
More informationCHAPTER 2. Defining the Company s Mission and Social Responsibility
1 CHAPTER 2 Defining the Company s Mission and Social Responsibility 2 Chapter Topics What is a Company Mission? Formulating a Mission Overseeing the Strategy Makers Agency Theory The Stakeholder Approach
More informationChapter Outline. Chapter 4 The Internal Assessment. The Nature of an Internal Audit. The Resource-Based View (RBV) Integrating Strategy & Culture
Chapter 4 The Internal Assessment Strategic Management: Concepts & Cases 13 th Edition Fred David Ch 4-١ Chapter Outline The Nature of an Internal Audit The Resource-Based View (RBV) Integrating Strategy
More informationThe Umicore Way is supplemented by detailed company codes including the Code of Conduct and the Corporate Governance Charter.
The Umicore Way The Umicore Way is the cornerstone of everything we do at Umicore. Our strategy Vision 2015 sets out our business goals and growth ambitions for the coming years, as well as our sustainable
More informationICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017
Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following
More informationSession objectives. Manage Process: Set direction, Set strategy, Direct Business. CIMOSA BUSINESS PROCESS MAPPING Manage Process
Manage Process: Set direction, Set strategy, Direct Business Set Direction CIMOSA BUSINESS PROCESS MAPPING Manage Process Set Strategy Direct Business HR Process IT Process Develop Product Get Order Fin/Accoun.
More informationCHAPTER 9 FUNDAMENTALS OF STRATEGIC MANAGEMENT
CHAPTER 9 FUNDAMENTALS OF STRATEGIC MANAGEMENT Sreenivasan Jayashree & Amin Ansary 1 Learning Outcomes Define Strategic Management. Understand the advantages of Strategic Management. Explain Strategic
More informationIndividual Feedback Report for
Individual Feedback Report for Individual Name: John A. Smith Company Name: ABC Company Report Date: 23 Jan 2006 Harcourt Assessment, Inc San Antonio, TX 78259 Sample Report Page 1 Values Arrangement List
More informationGOVERNANCE MATTERS What is Governing Policy? Promoting Excellence in Corporate Governance, Risk Management and Operational Effectiveness
Promoting Excellence in Corporate Governance, Risk Management and Operational Effectiveness Introduction An important role for the Board of Directors is to set policy under which management takes action
More informationDeveloping a Credit Union CSR Policy
Developing a Credit Union CSR Policy By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com Introduction The following is the result of a high-level content analysis of CSR and sustainability
More informationWhat are the common and unique Public Service competencies?
ISBN 0-478-24459-2 June 2004 HR Framework: Building capability for public service What are the common and unique Public Service competencies? Competencies are defined as knowledge, skills, attributes and
More informationSCHOUTEN RESEARCH ENGAGEMENT SURVEYS
SCHOUTEN RESEARCH ENGAGEMENT SURVEYS High-value services plays an increasingly important role in our economy. The importance of human capital is therefore also growing. Highquality human capital. Several
More informationMGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection
More informationCreating Vision and Strategic Direction
Chapter 13 Creating Vision and Strategic Direction 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
More informationChapter 3 Performance Management and Strategic Planning
Chapter 3 Performance Management and Strategic Planning Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 3-1 Overview Definition and Purposes of Strategic Planning Linking Performance
More informationLearning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
More informationMEMORANDUM. Purpose: Background:
MEMORANDUM To: MCWD Board of Managers From: Becky Christopher, Lead Planner CC: James Wisker, Director of Planning Date: January 11, 2016 Re: Mission, Vision, Values, Goals Purpose: At the January 14,
More informationPROFESSIONAL ETHICS IN VOLUNTEER ADMINISTRATION
PROFESSIONAL ETHICS IN VOLUNTEER ADMINISTRATION Developed by the Association for Volunteer Administration (2005) Council for Certification in Volunteer Administration P.O. Box 467 Midlothian, VA 23113
More informationCalifornia State University San Marcos. MPP Performance Planning and Review Program Handbook
California State University San Marcos MPP Performance Planning and Review Program Handbook Updated May, 2008 Table of Contents Section I Introduction...................................... Page 2 Section
More informationLESSON 2: INTRODUCTION TO STRATEGIC MANAGEMENT
LESSON 2: INTRODUCTION TO STRATEGIC MANAGEMENT Learning Objectives On the completion of this chapter you should be able to: You should be able to understand the model of strategic management process. You
More informationChapter 4: Internal Assessment
Chapter 4: Internal Assessment 1 Comprehensive Strategic Management Model External Audit Chapter 3 Vision & Mission Statements Chapter 2 Long-Term Objectives Chapter 5 Generate, Evaluate, Select Strategies
More informationTHREE-YEAR STRATEGIC PLAN UPDATE v1
THREE-YEAR STRATEGIC PLAN UPDATE v1 FY2017-FY2019 OUR STRATEGY To develop future professionals through relevant and accessible credentialing programs 100% Member Market Penetration To deliver member value
More informationBEGINNER S GUIDE TO ISO 9001 : Quality Management System Requirements Explained
BEGINNER S GUIDE TO ISO 9001 : 2015 Quality Management System Requirements Explained What is ISO 9001 : 2015? Why use it? ISO 9001 is an internationally recognised standard in quality. It is a guide to
More informationAllergan plc Board of Directors Corporate Governance Guidelines
Allergan plc Board of Directors Corporate Governance Guidelines I. Roles and Responsibilities of the Board of Directors The Board of Directors (the Board ), elected by the shareholders, is the ultimate
More informationVolunteer Coordinator
Volunteer Coordinator Ronald McDonald House Charities believes that it s people are an essential part of the Charity and value them and their contribution. This Success Profile adds to the overall value
More informationEmployee engagement is promoted by a myriad of
SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really
More informationComparative brand analysis of Pepsi and Coca-Cola
1. Introduction: Comparative brand analysis of Pepsi and Coca-Cola I have chose two very famous FMCG brands, Pepsi and Coca-Cola for this study. The reason behind selecting these brands were a. Both of
More informationImproving Performance Through Execution of Strategy William Bellenfant and Matt J. Nelson
Introduction Improving Performance Through Execution of Strategy William Bellenfant and Matt J. Nelson The world we live in is changing rapidly and is creating many opportunities for the healthcare leaders
More informationWHY EMPLOYEE ENGAGEMENT MATTERS. Kathy Bowersox
WHY EMPLOYEE ENGAGEMENT MATTERS By Kathy Bowersox Are your employees engaged? Do you know if they are? Do you care? How relevant is employee engagement in terms of business success? In a word, VERY! If
More informationChapter 7. Management, Leadership, and the Internal Organization
Chapter 7 Management, Leadership, and the Internal Organization Learning Objectives 1 Define management and the three types of skills necessary for managerial success. 5 Contrast the types of business
More informationMissions & Strategic plan for Pasteur Institute of Iran
Missions & Strategic plan for Pasteur Institute of Iran Pasteur Institute of Iran 1 Table of Contents About contents.3 Introduction and current status of the Pasteur Institute 3 Internal conditions of
More informationPutting the Patient First, by Putting Employees First
Putting the Patient First, by Putting Employees First Quint Studer CEO & Founder, Studer Group October 7, 9 To remain the best place to receive care, for physicians to practice medicine and for employees
More informationRAMBOLL FOUNDATION 2016 LONG TERM PRIORITIES AND AIMS
RAMBOLL FOUNDATION 2016 LONG TERM PRIORITIES AND AIMS 2 Intended for The Group Board of Directors Document type The Foundation s Direction and Stewardship Memorandum Date 06 April 2016 Purpose This document
More informationStanislaus County Workforce Planning
Stanislaus County Workforce Planning Fostering knowledge transfer Table of Contents INTRODUCTION...3 Why Workforce Planning?...3 Core Competencies...3 Technical Competencies...4 Voluntary Participation...4
More informationThe Disney Approach to Leadership Excellence
presents The Disney Approach to Leadership Excellence Preprogram Materials Disney Congratulations! You will soon be an alumnus of Disney Institute Programs. Disney Institute Post Office Box 10093 Lake
More informationUnit A: Introduction. Lesson 1: Understanding Agriculture Management
Unit A: Introduction Lesson 1: Understanding Agriculture Management Student Learning Objectives: Instruction in this lesson should result in students achieving the following objectives: 1. Describe the
More informationThe Journey to Shared Value
The Journey to Shared Value INSTITUTE OF MEDICINE FORUM ON PUBLIC-PRIVATE PARTNERSHIPS FOR GLOBAL HEALTH AND SAFETY DECEMBER 3, 2015 FSG 1 What does the shared value journey look like for these companies?
More informationChapter 5. Feasibility Analysis: Testing an Opportunity. Feasibility Analysis: Testing an Opportunity. Testing an Opportunity. Testing an Opportunity
The Main Idea Business concepts need to be tested in the market. Developing a Business Concept Once a concept is judged feasible, a business plan will help the entrepreneur develop a strategy for executing
More informationResearch Report: Forget about engagement; let s talk about great days at work
Research Report: Forget about engagement; let s talk about great days at work May 2017 What does engagement mean? And what exactly does an engaged employee look like? There are many different conceptual
More informationTOTAL COMPENSATION POLICY STATEMENT APPLICABILITY GENERAL PROVISION
POLICY STATEMENT The University of St. Thomas values its employees as the most vital resource for advancing its mission and programs. Through the total compensation program, the University strives to accomplish
More informationiap2usa.org GOOD PUBLIC PARTICIPATION RESULTS IN BETTER DECISIONS
iap2usa.org GOOD PUBLIC PARTICIPATION RESULTS IN BETTER DECISIONS IAP2 USA IAP2 USA supports and advocates for effective public participation that aligns with our Core Values and Code of Ethics. IAP2 USA
More informationStrategy Analysis and Choice. Chapter Five
Strategy Analysis and Choice Chapter Five Chapter Objectives 1. Describe a three-stage framework for choosing among alternative strategies. 2. Explain how to develop a SWOT Matrix, SPACE Matrix, BCG Matrix,
More informationViability and Sustainability
Viability and Sustainability Integrated assessment tool worksheet extract 2.1 2.4 Organisational Capacity March 2014 The following pages are an extract of CSA s Viability and Sustainability Assessment
More informationACHIEVING PAY EQUITY: HOW ANALYTICS HAS EVOLVED T O S U P P O R T TRUE PROGRESS
HEALTH WEALTH CAREER ACHIEVING PAY EQUITY: HOW ANALYTICS HAS EVOLVED T O S U P P O R T TRUE PROGRESS A U T H O R S : BRIAN LEVINE, Ph D LINDA CHEN ALEX GRECU, Ph D WORKFORCE STRATEGY & ANALYTICS Over the
More informationHRIS TECHNICAL ARCHITECT ST VINCENT S HEALTH AUSTRALIA POSITION DESCRIPTION
HRIS TECHNICAL ARCHITECT ST VINCENT S HEALTH AUSTRALIA POSITION DESCRIPTION POSITION TITLE: REPORTS TO: HRIS Technical Architect HRIS Project Director KEY RELATIONSHIPS (INTERNAL): KEY RELATIONSHIPS (EXTERNAL):
More informationSolution Architect, Electronic Medical Record (EMR) Program Monash Health
Solution Architect, Electronic Medical Record (EMR) Program Monash Health A unique opportunity to drive workflow and solution design in Victoria s largest public health care organisation Play a key role
More informationNCI Supplier Service-Best of Class Provider Presentation. What Makes A Best of Class Supplier?
NCI Supplier Service-Best of Class Provider Presentation What Makes A Best of Class Supplier? Cottage Health System Service is the number one issue. I am committed to a high service company, which I see
More informationThe High Performance Team Profile
The High Performance Team Profile The High Performance Team Profile While there are many frameworks and methodologies that can help team effectiveness, they often fail to capture the underlying beliefs
More informationMODULE 6. Planned Change Introduction To Od
MODULE 6 Planned Change Introduction To Od Organization Development (Od) A long-term effort, led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving
More informationSAP Business Partnership Study U.S. Findings. #growthmatters
SAP Business Partnership Study U.S. Findings #growthmatters Objectives FleishmanHillard conducted proprietary research to explore the expectations and the nature of relationships in business to business
More informationOffice of the Director of National Intelligence. IC Annual Employee Climate Survey. April Summary Results
April 2006 Summary Results 1 Background In October 2005, the Director of National Intelligence conducted the first-ever Intelligence Community (IC) Employee Climate Survey to gauge the state of the IC
More informationGuidelines for Self-assessment Strategic Planning
Guidelines for Self-assessment Strategic Planning Introduction The following text should be used as inspiring guidelines for self-assessment of the strategic planning process in a Caritas organisation.
More informationINCLUSION RESOURCE GUIDE
2017-2018 INCLUSION RESOURCE GUIDE A LISTING OF EMPLOYERS COMMITTED TO SUPPORTING INCLUSION & DIVERSITY EFFORTS AT SJU, PRESENTED BY THE CAREER DEVELOPMENT CENTER ON BEHALF OF THEIR EMPLOYER PARTNERS www.sju.edu/careers
More informationGeneral Manager Medicine and Health of Older People.
Date: November 2009 Job Title : General Manager Medicine and Health of Older People Department : Medicine and Health of Older People Location : Waitemata District Health Board Sites Reporting To : Chief
More informationOUR THREE YEAR STRATEGIC PLAN FOR
OUR THREE YEAR STRATEGIC PLAN FOR 2015-2018 Community Accessibility Youth Leadership Artistic Development 1 Methodology Goals Over the past year, Paprika initiated multiple discussions with its constituent
More informationAssessment of Your Knowledge of Principles in Organizational Consulting
Assessment of Your Knowledge of Principles in Organizational Consulting Description A consultant is anyone in a role to help a person, process, team or organization to change, but who has no direct authority
More informationCity of Dover Human Relations Commission Strategic Plan
I. INTRODUCTION The establishment, purpose, powers and duties of the City of Dover Human Relations Commission (hereinafter, the Commission ) are provided for in Part II of the Dover, Delaware Code of Ordinances,
More informationThe Atlas Copco Group BUSINESS CODE OF PRACTICE
The Atlas Copco Group BUSINESS CODE OF PRACTICE Contents The Atlas Copco Group 1 First in Mind First in Choice 2 Core values 3 Relationships 4 Society and the environment 5 Employees 6 Customers 7 Business
More informationThe Northwest Seaport Alliance Transition Plan DRAFT AS OF 5/5/15
The Northwest Seaport Alliance Transition Plan DRAFT AS OF 5/5/15 1.0 Introduction This document fulfills requirements for a Transition Plan as defined in the Framework ILA. It defines the steps and timeframes
More informationAmerican Academy of Forensic Sciences Standards Board, LLC
American Academy of Forensic Sciences Standards Board, LLC 4200 Wisconsin Avenue, NW # 106-310 Washington, DC 20016-2143 Telephone: (719) 453-1035 E-mail: ASB@aafs.org Website: asb.aafs.org Response of
More informationCORPORATE GOVERNANCE POLICY
WEIFA ASA CORPORATE GOVERNANCE POLICY as first resolved by the Board of Directors on 24 April 2006 and last revised on 15 August 2014 (draft) 1. INTRODUCTION TO CORPORATE GOVERNANCE... 2 2. BUSINESS...
More informationQuality Performance Analysis. Case Study - Schlumberger Company
Journal of Business Economics and Information Technology http://sc ient if iceducation.org VOL UME I, ISSUE 1, Decembe r 2 014 Quality Performance Analysis. Case Study - Schlumberger Company Albu Madalina
More information...becoming a builder when a man s handshake was more important than a written contract, it was only natural to name his company...
...becoming a builder when a man s handshake was more important than a written contract, it was only natural to name his company... JOE E. WOODS, INC. GENERAL CONTRACTING The tradition of fairness, reliability,
More informationNHS HEALTH SCOTLAND PARTNERSHIP AGREEMENT
NHS HEALTH SCOTLAND PARTNERSHIP AGREEMENT 1 Foreword by the Chief Executive of NHS Health Scotland and the Staff Side Chair All NHS Boards are required to have in place formal partnership working arrangements,
More informationUnderstanding the Functions and Roles of Management. Managerial Functions. The Roles of Management. Organizing. Planning. Leading.
Understanding the Functions and Roles of Management Prentice Hall, 2004 Business In Action 2e Chapter 6-1 Managerial Functions Planning Organizing Leading Controlling Prentice Hall, 2004 Business In Action
More informationChapter 7E: Nurturing Human Capital/Focus on Staff
Chapter 7E: Nurturing Human Capital/Focus on Staff Starting Points The following points made by Jim Collins (author of the bestseller Good to Great; Why Some Companies Make the Leap And others Don t) are
More informationPROPOSED EXECUTIVE COMPENSATION PROGRAM FOR OTTAWA CATHOLIC SCHOOL BOARD
PROPOSED EXECUTIVE COMPENSATION PROGRAM FOR OTTAWA CATHOLIC SCHOOL BOARD November 2017 CONTENTS 1.COVER LETTER... 2 2. BACKGROUND INFORMATION... 3 3. KEY CONSIDERATIONS... 4 4. KEY DEVELOPMENT STEPS...
More informationExecutive Search. Chief Executive Officer
Executive Search Chief Executive Officer Client Overview Sterling Martin Associates has been retained to search for the next Chief Executive Officer at the Robert K. Greenleaf Center for Servant Leadership
More informationSTRATEGIC PLAN. Effective July 2016
STRATEGIC PLAN Effective July 2016 I. STRATEGIC PLAN MISSION, VISION, VALUES MISSION: Strengthen demand for U.S. Potatoes VISION: Create positive change in the industry through innovative and inspiring
More informationAlameda County Independent Living Program (ILP) Manager
ORGANIZATION OVERVIEW Beyond Emancipation (B:E) supports transition aged youth with experience in the foster care or probation systems in their transformation to live healthy, connected, productive lives.
More informationManagement, Motivation, and Leadership: Bringing Business to Life
14 14-1 14-2 14-3 14-4 14-5 14-6 Management, Motivation, and Leadership: Bringing Business to Life Discuss the role of management and its importance to organizational success Explain key theories and current
More informationHow to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor
More informationRole Description. Stadium & Ticketing Coordinator
Role Description Role Title Stadium Event Assistant Reports To Department Stadium Date July 2016 Role: Stadium Event Assistant Level: Assistant The Gold Coast Football Club aims to build a reputation as
More informationChapter 5 Aims and objectives. Vision statements
Chapter 5 Aims and objectives Vision statements Sometimes a successful business really does start with a vision. Ray Kroc, the man who brought McDonalds restaurants to the world, entered a small hamburger
More informationCoaching for Success Seminar
Coaching for Success Seminar April 2014 A Coaching Culture A Coaching Culture What is it? Why is it important? Explore values and beliefs Investing in the coaching relationship Advance the notion of self
More informationLegacy Group. Committed to serve you better. Committed to Human Excellence through Human Capital. Company Profile.
Committed to Human Excellence through Human Capital Company Profile Legacy Group is a global HR management consulting company having expertise into Human Capital with Uniqueness in Recruitment Solutions
More informationMIDTERM EXAMINATION. Fall MGT602- Entrepreneurship
MIDTERM EXAMINATION Fall 2009 MGT602- Entrepreneurship Question No: 1 Being one s own boss is a need of: > Independence > Achievement > Affiliation > Authority Question No: 2 With a commercial history
More informationThe Performance Prism
RELEVANT TO ACCA QUALIFICATION PAPER P5 AND PERFORMANCE OBJECTIVES 12, 13 AND 14 The Performance Prism Andy Neely and Chris Adams describe their Performance Prism as a second generation performance management
More informationUnderstanding the Management Process
Chapter 6 Understanding the Management Process 1 Define what management is. 2 Describe the four basic management functions: planning, organizing, leading and motivating, and controlling. 3 Distinguish
More informationOrganisational Development Strategy
Regulators Patients Francis External Environment Mission and Strategy Structure Values and Behaviours Systems (Policies and Procedures) ERFORMANCE P ORGANISATIONAL Engagement Management Practices Culture
More informationExternal and Internal Analyses. External and Internal Analyses. Nature of an Internal Audit. Key Internal Forces. Basis for objectives & strategies:
Comprehensive Strategic Management Model External Audit External and Internal Analyses Vision & Mission Statements Chapter 2 Chapter Long-Term Objectives Chapter 5 Internal Audit Chapter 4 Generate, Evaluate,
More informationCore Values and Concepts
Core Values and Concepts These beliefs and behaviors are embedded in highperforming organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented
More informationOperations Management
Operations Management Introduction to Operations Management 1.1 What is Operations Management Every business is managed through three major functions: finance, marketing, and operation management. The
More informationRoyal De Heus company factsheet
Royal De Heus company factsheet PROFILE DE HEUS ANIMAL NUTRITION. THE DRIVING FORCE FOR PROGRESS ROYAL DE HEUS HAS BEEN A PARTNER IN ANIMAL NUTRITION TO THE AGRICULTURAL SECTOR FOR FOUR GENERATIONS. WITH
More informationPROPOSED EXECUTIVE COMPENSATION REPORT FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS
PROPOSED EXECUTIVE COMPENSATION REPORT FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS NOVEMBER 2017 CONTENTS 1.COVER LETTER... 2 2. BACKGROUND INFORMATION... 3 3. KEY CONSIDERATIONS... 4 4. KEY DEVELOPMENT
More informationI. POLICY FOR INTERNAL ALIGNMENT
1 TABLE OF CONTENTS PHASE I Summary.... 3 I. Internal Alignment.....3 II. Job Structure Evaluation..3 Appendix I. Compensable Families...6 Appendix II. Compensable levels...7 Appendix III Defining Compensable
More informationHospitality Supervisor Apprenticeship Standard
Hospitality Supervisor Apprenticeship Standard NCFE Level 3 NVQ Diploma in Hospitality Supervision and Leadership (601/7883/8) NCFE Level 3 Award in Hospitality Supervision and Leadership Principles (601/7882/6)
More informationHR Connect Asia Pacific
Best Employers Trends in Hong Kong - Journey to High Performance By Andy Leung, Senior Consultant, and Project Manager of Best Employers Study, Aon Hewitt, Hong Kong In the Best Employers 2.0 Hong Kong
More informationH5PL 04 (SCDLMCS A1) Manage and Develop Yourself and Your Workforce Within Care Services
H5PL 04 (SCDLMCS A1) Manage and Develop Yourself and Your Workforce Within Care Services Overview This Unit is for leaders and managers of care services. It is about managing and developing yourself and
More informationArapahoe/Douglas Workforce Development Board
Arapahoe/Douglas Workforce Development Board Strategic Priorities and Vision, Mission, Values Program Years 2015-2017 The Arapahoe/Douglas Workforce Development Board is dedicated to identifying and promoting
More informationBoeing Defense, Space & Security
May 2016 Investor Conference Boeing Defense, Space & Security Leanne Caret President and CEO, Boeing Defense, Space & Security May 11, 2016 1 Environment Return to budget growth 600 US DoD Base Budget
More informationROLE PROFILE ROLE SUMMARY
ROLE PROFILE Role title Location Reporting structure Team Leader Customer Care Consultant Medicross- East London Business Manager Closing date 09 March 2018 ROLE SUMMARY The Team Leader Customer Care has
More informationJB+A Board Evaluation Tool
Mission/Vision One of the Board's primary roles is to establish the mission of the organization. Once established, the Board is responsible for its regular review and, if necessary, its revision. The mission
More informationPrecision Engineering Master Craftsman Certification (PeMC) Evaluation Form
Master Craftsman is the highest professional qualification accorded to highly skilled craftsmen in Singapore and is a representation of superior technical expertise and exceptional craftsmanship. The Master
More information